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| Thinking Ahead | |
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| So You Have to Make a Presentation! | |
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| They Want an Update! | |
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| What Is a Presentation? | |
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| Why Do We Have to Make Them? | |
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| Opportunity to Share and Jointly Examine Information | |
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| It Helps to Get Input | |
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| You Need to Build Belief in an Idea | |
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| You Can Showcase Your Contribution and Enthusiasm | |
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| Opportunity to Share and Defend Information | |
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| It Helps to Get Input | |
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| You Need to Clarify and Show Depth | |
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| Won't Writing Be Good Enough? | |
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| You Can't Shape a Written Argument to Fit Just So | |
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| Writing Takes A Lot of Time | |
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| Writing Is Formal | |
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| The Least You Need to Know | |
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| Why Make the Presentation? | |
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| Delivering Information | |
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| What's the Status? | |
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| Show and Tell--Product Demonstrations | |
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| Business Plans and Strategies | |
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| Selling an Idea | |
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| Have I Got an Idea for You! | |
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| You Might Want to Consider | |
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| Selling a Product or Service | |
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| Selling to a Buyer Outside the Company | |
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| Explaining Technical Information and Projects | |
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| The Least You Need To Know | |
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| Presentations Take Many Shapes | |
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| How Many Presenters Are There? | |
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| Give a Solo | |
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| Participate In a Duet | |
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| Play with a Trio, a Quartet, or Quintet | |
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| How Many Listeners? | |
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| Presenting to Large Groups | |
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| Presenting to Small Groups | |
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| One-to-One Presentations | |
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| How Formal Is the Presentation? | |
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| It's Formal! | |
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| It's Informal | |
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| Is This a One-Time or Regularly Scheduled Presentation? | |
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| Relationship to Listeners | |
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| You're an Insider | |
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| You're an Outsider | |
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| Managing Multisite Presentations | |
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| Telephone Conferences | |
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| Video Conferences | |
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| The Least You Need to Know | |
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| I Didn't Go to Acting School! | |
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| Business Presentations Versus Public Speaking | |
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| Hallmarks of Effective Business Presentations | |
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| The Hallmarks of Public Speaking | |
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| Every Day, You Use Presentation Skills | |
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| You Persuade People to Listen Every Day | |
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| You Share Information at Meetings All the Time | |
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| The Least You Need to Know | |
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| What Do I Say? | |
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| Know Who's Listening, Who's Deciding, and What You Want | |
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| Who Is Listening? | |
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| Who Is the Critical Listener? | |
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| Who Are the Influencers? | |
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| What Information Does the Audience Need? | |
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| What Is Happening That Could Affect Your Ideas? | |
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| The Least You Need to Know | |
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| Structure Always Wins | |
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| Choose a Structure to Meet the Listeners' Needs | |
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| Focus On the Message | |
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| The Presentation Is About Telling | |
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| The Presentation Is About Selling | |
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| Presell the Influencers | |
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| Incorporate Responses to the Influencers' Concerns | |
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| Include Responses to Potential Arguments | |
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| Brainstorm Questions And Challenges | |
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| The Least You Need to Know | |
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| Message-based Always Works | |
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| Message-based Is Not Fact-Based | |
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| Journalists Focus on the 5Ws | |
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| Message-based Focuses On What to Know, Think, or Do | |
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| Message-based Structures Messages and Facts | |
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| Identify The Context, Message, and Roadmap | |
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| Fill In the Facts | |
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| The Least You Need to Know | |
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| How Do I Put Together a Presentation? | |
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| The "Grand Sort"--To a Message-based Presentation | |
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| Skeleton First | |
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| The Least You Need to Know | |
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| Persuasive Structure Can Help Sell Ideas | |
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| So You Have an Idea or a Solution? | |
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| Wear a Listener's Hat | |
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| The Key Questions to Answer to Persuade | |
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| Why Should I Listen to You? | |
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| What Is Going On? | |
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| What Should We Do? | |
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| How Do We Do That? | |
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| What Will Doing This Cost Us, and What Resources Must We Give to This? | |
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| What Benefits Will We Receive? | |
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| How Do I Know We'll Receive Those Benefits? | |
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| What Can Go Wrong? | |
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| So What Do You Want Me to Do? Why? | |
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| What Do You Want from Me Right Now? | |
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| How Can You Prepare the Presentation and Notes? | |
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| Presentation Example One | |
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| Presentation Example Two | |
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| The Least You Need to Know | |
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| Support--Space and Visual Aids | |
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| Be Sure the Room is Presentation-Friendly | |
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| Know Your Room | |
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| Check Machines, Bring Backup, or Know Where Backup Is | |
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| Set Up Sound and Lights | |
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| Carefully Plan How a Team Presentation Will Flow | |
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| Assign Roles Strategically | |
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| Establish Ground Rules for Contributions and Transitions | |
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| Preparing Scripts and Notes | |
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| Sometimes You'll Have to Use a Script | |
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| The Least You Need to Know | |
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| Visual Support Helps Deliver the Message | |
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| When and How Many Visual Aids to Use | |
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| Use Message Titles with Clear Verbs | |
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| Use Words for Action Steps and Key Terminology | |
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| Keep Bullets Parallel | |
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| Pick Great Verbs | |
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| Use Pictures and Graphs for Concepts | |
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| Make Sure the Message Title Tells the Story | |
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| Choose the Picture and Graph Based on Clear Verbs | |
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| Simplify | |
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| Eliminate Any Non-Essentials | |
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| Limit Items to Five or Fewer | |
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| Use Color | |
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| The Least You Need to Know | |
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| Choose the Visual-Aids Medium Carefully | |
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| Overhead Transparencies Are Common | |
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| Overhead Transparencies Provide Flexibility | |
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| Use Overhead Transparencies for Informal Presentations | |
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| Use for Small to Medium-Sized Groups | |
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| Use Transparencies for Small to Medium-Sized Rooms | |
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| Slides Are Easy to Transport, Hard to Control | |
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| Use Slides for Formal Meetings | |
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| Use for Large Groups and Large Rooms | |
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| PC-Based Presentations Pose Risks | |
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| Flipcharts Are Flexible and Interactive | |
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| Use Flipcharts for Last-Minute, Informal Meetings | |
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| Use a Flipchart for an Interactive Meeting | |
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| Multimedia Can Make or Break a Presentation | |
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| Multimedia Can Become Its Own Show | |
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| Use Video Selectively and Purposefully | |
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| The Least You Need to Know | |
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| Offer Handouts | |
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| Why Provide Handouts? | |
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| Listeners Like to Follow | |
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| Handouts Prevent Listeners from Having to Take Notes | |
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| Handouts Makes Listeners Happy | |
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| What Kinds of Handouts Should You Provide? | |
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| Use Copies of Visuals, Three Per Page | |
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| Provide Extra Information on the Handouts | |
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| Follow Up with a Script or Outline | |
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| When Should You Distribute Handouts? | |
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| What If They Read While I Talk? | |
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| What If They Want to Talk about Ideas Before I'm Ready to? | |
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| The Least You Need to Know | |
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| Getting Ready | |
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| Getting Ready | |
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| Shaping a Look | |
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| What Message Do You Want to Send? | |
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| Dress Low-Key | |
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| What If I'm in a "Business Casual" Environment? | |
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| Make a Statement? | |
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| Reassure and Establish Credibility | |
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| What Level of Formality? | |
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| Match the Formality of Your Audience | |
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| Step Up One Level | |
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| Colors | |
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| Be Yourself, But | |
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| Be Wary of Lighting | |
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| Be Wary of Prints, Plaids, and Optical Illusions | |
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| Do Real Women Use Cosmetics? | |
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| Minimum Is Usually Useful | |
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| Dramatic Is Usually Not Useful | |
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| Accessories: Minimize Those Distractions! | |
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| Shiny Things That Move or Reflect | |
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| The Least You Need to Know | |
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| I Shouldn't Be Nervous! | |
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| It's Worse to Be Calm | |
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| Appreciate the Risk of Being Calm | |
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| Having an Edge Can Be a Benefit | |
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| Nervousness Can Be a Tool to Communicate Enthusiasm | |
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| Talk to Your Attitude | |
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| Few People Are Lousy Presenters | |
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| Remember That Everyone Listening Is a Real Person | |
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| |
| Use Breathing to Focus | |
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| Breathe and Swallow--Swallow and Breathe | |
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| Use Eye Contact | |
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| Prepare Before the Audience Arrives | |
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| Become Familiar with the Machinery | |
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| Stand in the Presenter's Spot While People Arrive | |
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| Don't Begin Until You're Ready | |
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| Look at Your Listeners Before You Begin | |
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| Check All the Corners | |
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| Look at One Person Until You Calm Down | |
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| Show the Audience What to Pay Attention To | |
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| The Least You Need to Know | |
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| Food Before the Presentation? | |
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| When to Eat and Drink | |
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| What to Eat and Drink | |
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| What Not to Eat or Drink | |
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| Caffeine Can Get You Jumping! | |
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| Delicious But Destructive | |
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| |
| A Sociable Drink, a Tongue-Twisted Presentation | |
| |
| |
| Bubbles Make You Burp | |
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| |
| What to Do During the Pre-Presentation Meal | |
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| |
| What You Want Your Listeners to Eat and Drink | |
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| Eat and Drink Conservatively | |
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| Food Sometimes Lingers--Visibly | |
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| The Least You Need to Know | |
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| Prepare and Practice, Practice, Practice | |
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| Prepare | |
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| The First Situation: You Have a Script | |
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| Prepare the Script | |
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| Read the Script | |
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| Prepare the Visual Aids with Message Titles | |
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| Revise the Script to Improve Its Sequence | |
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| Resequence the Visual Aids as Appropriate | |
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| The Second Situation: You Will Speak From Notes | |
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| Prepare a Script | |
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| Read the Script | |
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| Prepare the Visual Aids with Message Titles | |
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| Distill an Outline from the Script, Revising the Original Sequence | |
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| Prepare the Notes | |
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| Resequence the Visual Aids as Appropriate | |
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| The Third Situation: You Will Speak with Only Visual Aids | |
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| Prepare a Script | |
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| Read the Script | |
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| |
| Prepare the Visual Aids with Message Titles | |
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| |
| Mark Special Notes on Visual Aids Frames | |
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| Resequence the Visual Aids If/As Appropriate | |
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| |
| Practice! | |
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| |
| Read the Message Titles of Visual Aids Out Loud | |
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| |
| Use Pictures or Stuffed Animals | |
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| Avoid Mirrors | |
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| |
| Stretch Vowels and Punch Verbs | |
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| |
| Use Video | |
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| |
| Effective Speakers Prepare and Practice | |
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| |
| The Least You Need to Know | |
| |
| |
| |
| Getting Buy-In | |
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| |
| Identifying Key Listeners--And Asking for Assistance | |
| |
| |
| How Is Your Idea Flawed? | |
| |
| |
| Get Input from Decision-Makers and Influencers | |
| |
| |
| Who Has a Stake in Keeping Things the Way They Are? | |
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| |
| Develop Potential Questions and Challenges | |
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| |
| Develop an Impact Map | |
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| |
| Build Responses into the Presentation | |
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| The Least You Need to Know | |
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| |
| How Will I Ever Stand Up There? | |
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| What Do They Expect? | |
| |
| |
| The Challenge Is Not the Presentation You Wrote | |
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| |
| Don't I Need to Aim for Perfection? | |
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| |
| The Words Are Less Than 10% | |
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| |
| Communication Is Verbal, Nonverbal, and Symbolic | |
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| |
| Verbal Communication--Easy to Manage, Easy to Manipulate | |
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| |
| Nonverbal Communication--Easy to Manage, Hard to Manipulate | |
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| |
| Symbolic Communication--Easy to Manage, Easy to Manipulate | |
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| |
| Use Verbal, Nonverbal, and Symbolic Communication to Present Effectively | |
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| |
| Be Focused | |
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| |
| Be Energetic and Appropriately Enthusiastic | |
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| |
| Be Focused on the Message | |
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| |
| Be Professional | |
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| |
| Pre-think Your Presentation Style and Monitor it Throughout the Presentation | |
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| The Least You Need to Know | |
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| Effective Presenters Focus | |
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| Stance Permits Focus | |
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| Centering | |
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| Staying Mobile and Still | |
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| "No Motion" Can Provide Focus | |
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| There's Ultimately Only One Rule | |
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| |
| What Is Eye Contact? | |
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| |
| Go Slowly and Steadily | |
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| |
| Be Sincere | |
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| |
| Do Not Stare | |
| |
| |
| So How Do You Not Talk Unless You Have Eye Contact? | |
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| Using Notes | |
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| |
| What If I Don't Know the Content Very Well? | |
| |
| |
| Wait a Minute, I Have to Stand Still? | |
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| |
| Wait a Minute, I Can't Scan the Audience? | |
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| The Least You Need to Know | |
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| Effective Presenters Use Energy | |
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| |
| Voice Power | |
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| Breathe | |
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| Shape the Words | |
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| |
| Pronunciation and Vowels | |
| |
| |
| Pronounce Vowels Completely | |
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| |
| Consonants Help, Too | |
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| |
| Pacing and Patterns | |
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| |
| Don't Slow Down | |
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| |
| Emphasize Verbs | |
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| |
| Gestures | |
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| |
| Spontaneity Wins | |
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| |
| Use the Window | |
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| |
| Simplify and Broaden | |
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| |
| Look Alive! | |
| |
| |
| Pronounce Words Clearly and Animation Will Follow | |
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| |
| The Least You Need to Know | |
| |
| |
| |
| Using Visual Aids and Machinery | |
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| |
| Guidelines for Mastering Visual Aids Machinery | |
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| |
| Overhead Transparencies | |
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| |
| Slides | |
| |
| |
| Computer Slides | |
| |
| |
| Flipcharts | |
| |
| |
| Lectern | |
| |
| |
| The Least You Need to Know | |
| |
| |
| |
| Presenting with Technology | |
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| |
| Telephone Conferences | |
| |
| |
| Protocol | |
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| |
| Risks | |
| |
| |
| Video Conferences | |
| |
| |
| Protocol | |
| |
| |
| Risks | |
| |
| |
| TelePrompTers | |
| |
| |
| Guidelines | |
| |
| |
| Risks | |
| |
| |
| Day-to-Day Technology Challenges | |
| |
| |
| Prepare for the Technology | |
| |
| |
| The Least You Need to Know | |
| |
| |
| |
| Contingency Planning | |
| |
| |
| Humor | |
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| |
| Use Humor If You're a Great Comedian | |
| |
| |
| Use Humor Carefully or Risk Offending | |
| |
| |
| Think Soberly About Humor | |
| |
| |
| Hecklers | |
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| |
| Who Might Heckle You? Pre-Think the Source of Potential Trouble! | |
| |
| |
| Treat Each Heckler As If He Is Sincere | |
| |
| |
| Use Eye Contact Carefully | |
| |
| |
| What If I Don't Have Time to Prepare? | |
| |
| |
| The Least You Need to Know | |
| |
| |
| |
| What Happens After I Present? | |
| |
| |
| |
| Effective Presenters Welcome Questions | |
| |
| |
| Why Do People Ask Questions? | |
| |
| |
| Challenges | |
| |
| |
| Welcome Probing Questions | |
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| |
| Understand Implications | |
| |
| |
| How Do I Respond? | |
| |
| |
| To Repeat or Not to Repeat | |
| |
| |
| Focus Response and Tie to Themes | |
| |
| |
| Use Eye Contact to Share Information | |
| |
| |
| Have Extra Facts and Handouts Prepared | |
| |
| |
| What Do I Do with Difficult Questioners? | |
| |
| |
| Clarify and Share Eye Contact | |
| |
| |
| Clarify and Minimize Eye Contact | |
| |
| |
| Clarify and Ask for Assistance from Listeners | |
| |
| |
| What Do I Do with Questions I Can't Answer? | |
| |
| |
| Clarify | |
| |
| |
| Respond and Commit to a Response | |
| |
| |
| The Least You Need to Know | |
| |
| |
| |
| Effective Presenters Follow Through | |
| |
| |
| Get That Information Out | |
| |
| |
| Document Action Plans | |
| |
| |
| Call as Needed | |
| |
| |
| Call the Supporters | |
| |
| |
| Call the "Almost Buyers" | |
| |
| |
| Contact the Litteners Five Times | |
| |
| |
| Create Next Steps | |
| |
| |
| The Least You Want to Know | |
| |
| |
| |
| Reviewing the Presentation to Improve the Next One | |
| |
| |
| Logistics | |
| |
| |
| Structure | |
| |
| |
| Delivery | |
| |
| |
| QandA | |
| |
| |
| The Least You Need to Know | |
| |
| |
| Glossary | |
| |
| |
| Index | |